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1 Building 1008 Infrastructure and Facility Upgrade Project Management Plan Brookhaven National Laboratory October 2019
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Building 1008 Infrastructure and Facility Upgrade
Project Management Plan
Brookhaven National Laboratory
October 2019
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Submitted by:
Edward O’Brien Date
sPHENIX Project Director
Glenn Young Date
sPHENIX Project Manager
Concurrence:
Maria Chamizo-Llatas Date
Director, Detector Projects
Approval:
Berndt Mueller Date
Associate Laboratory Director Nuclear and Particle Physics
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Project Management Plan
for the
Building 1008
Infrastructure and Facility Upgrade
Change Log
Revision History
Rev. Date Reason
Initial Release September 2019
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List of Acronyms
ALD Associate Laboratory Director
AS Acquisition Strategy
ASE Accelerator Safety Envelope
AY Actual Year Dollars
BHSO Brookhaven Site Office
BNL Brookhaven National Laboratory
BSA Brookhaven Science Associates
C-AD Collider-Accelerator Division
CAM Control Account Manger
CCB Change Control Board
CD Critical Decision
CDR Conceptual Design Report
CERN European Council for Nuclear Research
CR Continuing Resolution
CY Calendar Year
DAM Data Aggregation Module DAQ Data Acquisition
DOE U.S. Department of Energy
EIA Electronic Industries Alliance
EMCal Electromagnetic Calorimeter
ES&H Environment, Safety and Health
EVMS Earned Value Management System
FPM Federal Program Managers
FY Fiscal Year
Gbps Gigabits-per-second
GEM Gas-Electron Multiplier HCal Hadronic Calorimeter
HQ DOE Headquarters
IHCal Inner Hadron Calorimeter INTT Intermediate Silicon Strip Tracker IPR Independent Project Review
ISM Integrated Safety Management
ISMS Integrated Safety Management System
KPP Key Performance Parameter
kHz kilohertz
L2 Level 2
L3 Level 3
LCC Life Cycle Costs
LHC Large Hadron Collider
LRP Long Range Plan
MBD Minimum Bias Trigger Detector
MIE Major Item of Equipment
MOA Memorandum of Agreement
NEPA National Environmental Policy Act
NP Nuclear Physics
NPP Nuclear and Particle Physics
NSAC Nuclear Science Advisory Committee
OHCal Outer Hadron Calorimeter ONP DOE’s Office of Nuclear Physics
OPC Other Project Costs
OPPO Office of Project Planning and Oversight
OPS Operations Program
OSH Occupational Safety and Health
PB Performance Baseline
PC Project Controls
PCR Project Change Request
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PD Project Decision
PMP Project Management Plan
HAR Hazard Analysis Report
PHENIX Pioneering High Energy Nuclear Interaction experiment
PMG Project Management Group
PMT Project Management Team
POB Project Oversight Board
QA Quality Assurance
QAP Quality Assurance Plan
QCD Quantum Chromodynamics
QGP Quark Gluon Plasma
R&D Research & Development
RHIC Relativistic Heavy Ion Collider
RLS Resource Loaded Schedule
RM Risk Management
RMP Risk Management Plan
SAD Safety Assessment Document
SBMS Standards Based Management System
SC Office of Science
SC Magnet Superconducting Magnet SiPM Silicon Photomultipliers
SOW Statement of Work
sPHENIX Super Pioneering High Energy Nuclear Interaction experiment
STAR Solenoidal Tracker at RHIC
SVAR Security Vulnerability Assessment Report
TEC Total Estimated Cost
TPC Time Projection Chamber
UPP Ultimate Performance Parameters
USI Unreviewed Safety Issue
WBS Work Breakdown Structure
WP Work Packages
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1008 I&F Upgrade Project Management Plan
1.0 INTRODUCTION ............................................................................................................................. 3
1.1 Project Background .................................................................................................................... 3
2.0 PROJECT BASELINE ...................................................................................................................... 3
2.1 Scope Baseline ............................................................................................................................. 4
2.2 Cost Baseline ................................................................................................................................ 4
2.3 Schedule Baseline ........................................................................................................................ 5
2.4 Work Breakdown Structure ...................................................................................................... 7
2.5 Funding Profile ............................................................................................................................. 9
3.0 ACQUISTION APPROACH ........................................................................................................... 9
4.0 Tailoring Strategy ........................................................................................................................... 10
5.0 MANAGEMENT ORGANIZATION AND STRUCTURE ........................................................ 10
5.1 Associate Director of the Office of Science for Nuclear Physics ............. Error! Bookmark not
defined.
5.2 BNL Associate Laboratory Director ....................................................................................... 11
5.3 BNL Co-Director of the Office of Project Planning and Oversight (OPPO) ....................... 11
5.4 sPHENIX Project Director ....................................................................................................... 13
5.5 sPHENIX Project Manager ...................................................................................................... 14
5.6 sPHENIX Project Scientist ....................................................................................................... 15
5.7 sPHENIX Resource Coordinator ............................................................................................ 15
5.8 sPHENIX Project Engineer ...................................................................................................... 16
5.9 sPHENIX Chief Mechanical Engineer .................................................................................... 16
5.10 sPHENIX Project Controls Manager ...................................................................................... 17
5.11 Project System/Integration Office ........................................................................................... 17
5.12 sPHENIX Level 2 Managers .................................................................................................... 18
5.13 Project Management and Project Support Offices ................................................................ 19
6.0 BASELINE CHANGE CONTROL ............................................................................................... 19
7.0 PROJECT MANAGEMENT OVERSIGHT ................................................................................ 21
7.1 Risk Management including the Risk Management Plan ..................................................... 21
7.2 Project Reporting ...................................................................................................................... 21
7.3 Earned Value Management System ........................................................................................ 22
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7.4 Project Reviews ......................................................................................................................... 23
7.5 Engineering and Technical Readiness ..................................................................................... 23
8.0 ENVIRONMENT, SAFETY, SECURITY, HEALTH AND QUALITY ................................... 23
8.1 Institutional Requirements....................................................................................................... 23
8.2 Organizational Requirements .................................................................................................. 24
8.3 National Environmental Protection Act ................................................................................. 24
8.4 Safeguards and Security ........................................................................................................... 25
8.5 System Engineering .................................................................................................................. 25
8.6 Value Management ................................................................................................................... 25
8.7 Value Engineering ...................................................................................................................... 25
8.8 Configuration Management ..................................................................................................... 26
8.9 Quality Assurance ..................................................................................................................... 26
9.0 TRANSITION TO OPERATIONS ............................................................................................... 28
10.0 PROJECT CLOSE OUT ................................................................................................................ 28
List of Tables: ............................................................................................................................................ 29
List of Figures: .......................................................................................................................................... 29
Appendix: ..................................................................................................... Error! Bookmark not defined.
1.0 INTRODUCTION
The Project Management Plan (PMP) describes the management and project execution processes
that will be used to ensure that the Building 1008 Infrastructure and Facility (I&F) Upgrade will
be completed on time and within budget, meeting its Technical Deliverables. The PMP for the
sPHENIX MIE, which will be resident in the 1008 Building complex, is a separate document.
The 1008 Infrastructure and Facility Upgrade PMP defines the project scope, describes the
organizational framework and overall management system for the project. It identifies roles and
responsibilities for project participants. It also describes the formal change control process by
which the project scope, schedule and budget can be revised. The PMP will be reviewed, revised
and updated as appropriate with the final Project Management Plan (PMP) submitted to BNL
Management for approval.
1.1 Project Background
The Building 1008 Infrastructure and Facility Upgrade will be a major upgrade to the facilities
that had previously hosted the PHENIX experiment and will eventually host the sPHENIX
upgrade to the PHENIX experiment. The upgrade to the 1008 Building complex will allow any
future experiment including the sPHENIX upgrade to PHENIX, to be resident in a facility that
provides modern support and services to large scientific instruments and detectors. While
sPHENIX is using the 1008 Building complex, the experiment will enable the precision
characterization of jets produced in nucleus+nucleus (AA), proton+nucleus (pA) and
proton+proton (pp) collisions at the Relativistic Heavy Ion Collider (RHIC) located at
Brookhaven National Laboratory (BNL). sPHENIX will also collect a large sample of upsilons
with a mass resolution that allows for their separation into three mass states, and the study of
their behavior on different distance scales. sPHENIX provides excellent opportunities
complementary to measurements being made at the Large Hadron Collider (LHC) at CERN and
extends the RHIC physics program in ways that fully exploits RHIC’s unique performance
capabilities.
2.0 PROJECT BASELINE
This section documents the project’s Performance Baseline (PB) that consists of the scope, cost,
schedule (time line to the Project Closeout date), funding profile, and other related information.
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Lower tier documents will capture the details and plans for resource cost/schedule/scope and
project life cycle from the project initiation through the start of operations to the project closeout.
2.1 Scope Baseline
The Infrastructure and Facility Upgrade Project scope includes the upgrade of the Building 1008
infrastructure and facilities, support services for the super conducting magnet (SC-Magnet), the
magnet flux return steel and the cryogenics plant, as well as the installation of scientific equipment
into the 1008 complex and the initial commissioning of the equipment.
This project will be declared complete when the defined scope is delivered to BNL and the
Technical Deliverables are satisfied. Installation and integration of these delivered components
and subsystems associated with the sPHENIX MIE are part of this project’s scope to be delivered
at Approval of Project Completion.
The Technical Deliverables are shown in Table 1.
Infrastructure and Facility Upgrade (2.X)
SC-Magnet (Former BaBar Experiment Magnet) installed, mapped, commissioned
and ready to operate at full current.
Steel Flux Return For the SC-Magnet - Includes barrel flux return built in 32 sectors and
pole tips on each end
Carriage/Cradle Any Mechanical structures necessary to support the detector.
Includes carriage, cradle, support platforms, access (stairs, ladders,
egress).
Infrastructure Building 1008 to support the detectors operation.
Includes, HVAC, PS, water, gas systems, smoke detection/fire
protection, safety systems including ODH, racks, cable trays. Concrete
reinforcement of the steel tracks that support the sPHENIX detector
Integration &
Installation
Of both sPHENIX detector subsystems and detector support services
Engineering Design To support the project deliverables
Project
Management
To carry the project scope through to a successful on time and on
budget completion. Table 1: Table of Technical Deliverables
2.2 Cost Baseline
The Total Project Cost of the sPHENIX Infrastructure/Facility Upgrade Project is $33.4 million
AY dollars ($). The breakdown by WBS Level 2 can be seen in Table 2. The cost baseline
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includes the contingency estimate of an overall average cost contingency of 25% on “work to
go” activities. The contingency was based on a bottom-up contingency estimate that included a
graded contingency rating given to each WBS element where the grade applied was determined
from the confidence in the choice of a specific item, source of pricing information, maturity of
the design, and other similar factors in addition to a project risk assessment on all activities.
Table 2: I&F Upgrade Total Project Cost in AYk$.
2.3 Schedule Baseline
The Level 1 Project milestones of the Infrastructure and Facility Upgrade are seen in Table 3.
The Project Completion date is Q2 FY2023, which includes 6 weeks of schedule contingency.
The Project Schedule Milestones not included in the Level 1 milestones are shown in Table 4.
The sPHENIX Project Summary Schedule is shown in Figure 1. The Project early completion
date is November 2022. The major technical milestones of the Level 2 subsystem that are the
I&F deliverables can be seen in Table 5. The integrated Resource-Loaded Schedule (RLS) has a
Critical Path (CP) that runs through the Carriage/Cradle design, procurement, fabrication,
assembly, installation, integration and commissioning of all sPHENIX subsystems. The RLS CP
is shown in Figure 1.
Milestone Level 1 Schedule Date
Approve Conceptual Design Q3 FY2019 (A)
Approve Performance Baseline/Approve Start of Project Execution Q1 FY 2020
Approve Project Completion Q3 FY 2023
Table 3: Table of I&F Upgrade Project Decision Milestones
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Figure 1: I&F Upgrade Summary Schedule. The red line shows the project critical path.
Director's Baseline Magnet Early Complete
Review Review Operational
Design
Magnet SC Magnet Design
Carriage/Cradle Carriage and Structural Components Design
Infrastructure Magnet Infrastructure
Integration & Installation Integration & Installation Design
Procurement
Magnet Magnet Procurement
Carriage/Cradle Carriage/Cradle Procurement
Infrastructure Infrastructure Procurement
Integration & Installation
Fabrication & Assembly
Magnet Magnet Fabrication & Assembly
Carriage/Cradle Carriage/Cradle Fab & Assem.
Infrastructure Infrastructure Fab & Assembly
Integration & Installation
Firmware Development
Magnet Magnet Programming
System Testing
Magnet Magnet Sys. Test
Carriage/Cradle
Infrastructure Infrastructure System Testing
Installation
Magnet Magnet Installation
Carriage/Cradle Carriage/Cradle Install
Integration & Installation Integration and Installation
Commissioning
Magnet
Carriage/Cradle
Infrastructure
Integration & Installation Integ. & Inst Comm
Legend Completed Planned Today
Key Milestone Schedule Contingency
FY21 FY22 FY23FY20
sPHENIX Infrastructure and
Facility Upgrade Project
Schedule
FY17 FY18 FY19
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Table 4: Level 2 Subsystem technical milestones of the I&F Upgrade
2.4 Work Breakdown Structure
The I&F Upgrade has been organized into a WBS that is documented in the WBS dictionary.
The Level 2 WBS is the Control Account level for the project and can be seen in Figure 2.
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Figure 2: The Level 2 and Level 3 Work Breakdown Structure for I&F Upgrade
Table 5: WBS Dictionary at the Level 2 Work Breakdown Structure for the I&F Upgrade.
WBS L2 WBS Name Dictionary Definition
2.01 sPHENIX
INFRASTRUCTURE/FACILITY
MANAGEMENT
Management for the Magnet, Cradle/Carriage, Infrastructure, Facility and
Installation Work For sPHENIX
2.02 sPHENIX SC MAGNET The Superconducting Magnet For The sPHENIX Experiment At RHIC
2.03 sPHENIX CARRIAGE AND
STRUCTURAL COMPONENTS
The Cradle/Carriage Support Structure For sPHENIX
2.04 SPHENIX INFRASTRUCTURE The Infrastructure For sPHENIX
2.05 SPHENIX INTEGRATION AND
INSTALLATION
Support For The sPHENIX Experiment At RHIC Including Integration
Documentation, Technical Coordination, Installation, Tooling, Fixtures And
Subsystem Installation WBS 2.05 Is The Control Account For All Scientific,
Engineering And Technical Staff Efforts To Plan, Execute And Supervise All
Aspects Of The Assembly, Integration And Installation Of The sPHENIX
Infrastructure Components (Defined By WBS 2.03 and 2.04), Completed
And Tested Detector Subsystem Modules And Electronics For The
sPHENIX MIE (Defined By WBS 1.02 Though 1.07), sPHENIX
Superconducting Solenoid Magnet (Defined By WBS 2.02) And Parallel
Detector Projects To Be Installed In sPHENIX (Defined By WBS 3.01 And
3.02).
Work Statement:
This Control Account Includes The Planning For All Installation. The Actual
Installation And Commissioning Of These Components Will Take Place At
The sPHENIX Experiment Complex At Building 1008. There Are 12 Work
Packages Included In This Control Account.
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2.5 Funding Profile
The Total Project Cost for the I&F Upgrade is $33.4M as shown in Table 7. This project is
implemented with existing funding from within the RHIC facility operations budget provided by
US Department of Energy Office of Nuclear Physics (DOE-ONP).
Table 6a: I&F Upgrade Baseline Cost, Obligation, and Funding Profile
Table 6b: I&F Upgrade Funding Profile
3.0 ACQUISTION APPROACH
Acquisition of I&F Upgrade equipment will be conducted by BNL. BNL will direct the
sPHENIX project management team in the execution of the project and delegate to the team its
authority for project execution. The BNL sPHENIX Project Office will manage the distribution-
to and expenditure-of DOE funds including collaborating sPHENIX institutions. The project
scope to be accomplished at collaborating institutions will be documented in Memoranda of
Agreements between BNL and collaborating institutions. Statements of work between BNL and
the collaborating institutions, including frequent milestones, will be used to track progress of
their contributions to the project.
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BNL will be responsible for overall project management including roles as the WBS Level 2
Managers, Level 3 Managers and Control Account Managers.
4.0 Tailoring Strategy
Management of the sPHENIX Project will follow the following project management principles:
1. Line management accountability.
2. Sound disciplined up-front planning.
3. Well-defined and documented project requirements.
4. Corporate effective risk handling mechanisms.
5. Well-defined and managed project scope and risk-based performance baselines and
stable funding profile that support original baseline execution.
6. Development of reliable and accurate cost estimates using appropriate cost
methodologies and databases.
7. Properly resourced and appropriately skilled project staffs.
8. Effective implementation of management systems supporting the project (e.g., quality
assurance, integrated safety management, risk management, change control,
performance management and contract management systems).
9. Early integration of safety into the design process.
10. Effective communication among all project stakeholders.
11. Utilization of peer reviews throughout the life of a project to appropriately assess and
make course corrections.
5.0 MANAGEMENT ORGANIZATION AND STRUCTURE
Figure 3: The 1008 I&F Upgrade Organization Chart. The reporting for 1008 I&F Upgrade project concludes at the BNL Associate Lab Director for Nuclear and Particle Physics.
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The I&F Upgrade effort divides into the five WBS elements shown in Table 2 that are known as
the Level 2 deliverables. The organization of Level 2 Managers, Level 3 Managers and Control
Accounts can be seen in Figure 2. Level 2 managers are each responsible for one of the seven
elements. They report directly to the sPHENIX Project Management team. The Project
Management team reports directly to the BNL Associate Lab Director for Nuclear and Particle
Physics who reports to the BNL Laboratory Director.
The responsibilities of the members and organizations managing the I&F Upgrade are as
follows:
Brookhaven National Laboratory
5.2 BNL Associate Laboratory Director
The responsibilities of the BNL Associate Laboratory Director (ALD) for Nuclear and Particle
Physics (NPP) include, the following:
• Ensures BNL Lead Laboratory responsibilities are met in executing the project within
scope, cost, and schedule in a safe and responsible manner.
• Initiates objectives of the project.
• Initiates and successfully executes Independent Project Reviews for Project Reviews and
status reviews:
o Approve Project Performance Baseline,
o Approve Project Execution,
o Approve Project Completion.
o Annual Project Status Reviews after approval of the Project Performance
Baseline.
• Approves changes to the funding profile.
• Approves technical deliverables.
• Closely monitors the progress of the I&F Upgrade.
• Initiates reviews as appropriate to be carried out by committees under his charge.
• With Laboratory Director’s concurrence, appoints the sPHENIX Project Director and
ensures the Project Director is qualified and has appropriate communication and
leadership skills.
• Ensures access to laboratory/contractor resources, systems, and capabilities required to
execute the project.
• Approves major subcontracts in accordance with Federal Regulations.
• Identifies the redirection of funding that supports the funding profile of the project and
allows the continuation of support for other operational priorities.
5.3 BNL Co-Director of the Office of Project Planning and Oversight (OPPO)
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The responsibilities of the Co-Director of the Office of Project Planning and Oversight for the
Nuclear and Particle Physics Directorate of BNL include, but are not limited to, the following:
• Provides oversight for the I&F Upgrade for the BNL ALD for NPP.
• Chairs the Project Management Group (PMG) whose function is to provide expert
project management and technical advice to both the ALD for Nuclear and Particle
Physics and the sPHENIX Project Management team.
• Facilitates the coordination of different aspects of the sPHENIX upgrade program.
• Organizes reviews on cost, schedule, and technical topics as appropriate for the
monitoring of the progress of the project, cost and schedule performance and major
project risks.
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5.4 sPHENIX Project Director
The sPHENIX Project Director leads the sPHENIX Project Management team. The Project
Director is appointed by and reports directly to the BNL ALD for Nuclear and Particle Physics.
The sPHENIX Project Director is responsible for ensuring that the delivered I&F Upgrade meets
the mission need. The Project Director is responsible for ensuring that adequate direct, indirect,
and support resources are available for the successful execution of the I&F Upgrade. The Project
Director provides senior management oversight, provides direct access to the BNL Laboratory
Director. The Project Director reviews and approves all Project Change Requests (PCRs) before
submission to BNL Management for approval. The responsibilities of the Project Director
include, but are not limited to, the following:
• Approves the project organization in consultation with the ALD and the OPPO for
Detector Projects
• Oversees the sPHENIX Project Manager.
• Represents the project in interactions with the DOE.
• Collaborates with the Project Manager and the responsible Project Scientist to provide
overall direction to the project.
• Establishes clear and achievable project technical deliverables.
• Successfully executes the sPHENIX I&F scope.
• Assembles the staff and resources necessary to complete the I&F Upgrade.
• Collaborates with the Project Manager in appointing Level 2 Managers, Level 3
Managers and Control Account Managers (CAMs) for the project whom will be
responsible for managing bid package(s), overseeing daily technical and managerial
oversight of specific assigned WBS tasks from design through construction, and for
preparing change requests in conformance with Baseline Change control.
• Manages the completion of Project deliverables as defined in the PMP.
• Ensures that the project deliverables meet sPHENIX functional requirements.
• Ensures timely resolution of critical issues within Project Director’s control
• Identifies risks to scientific and technical performance; works with the Project Manager
to control project risks.
• Defines areas of collaboration and relationship between sPHENIX other BNL
departments and divisions, and other institutions participating in sPHENIX. Develops
appropriate Memoranda of Agreement (MoA) and collaborative agreements.
• Works with Project Manager, Resource Coordinator and Project Engineer to define the
WBS structure and to establish intermediate milestones
• In consultation with the Project Manager and Resource Coordinator, allocates
contingency funds according to the procedure defined in the Baseline Change Controls.
• Provides monthly financial reports to BNL Management.
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• Approves major subcontracts.
• Implements a tailored Earned Value Management System (EVMS) consistent with the
DOE-approved EVMS system at BNL.
• Assures that work is performed in compliance with the BNL Environmental, Safety and
Health requirements.
5.5 sPHENIX Project Manager
The sPHENIX Project Manager reports to the sPHENIX Project Director and is responsible for
the successful execution and closeout of the I&F Upgrade. Authority flows from the sPHENIX
Project Director to Project Manager by delegation of all day-to-day decision-making. The Project
Manager manages design, development and delivery of all sPHENIX deliverables, and ensures
compliance to cost, schedule, and technical performance. The responsibilities of the Project
Manager include, but are not limited to, the following:
• Oversees the sPHENIX design, construction and acceptance.
• Establishes technical and administrative controls and monitoring to ensure the project is
executed within the approved cost, schedule, and technical scope
• Identifies and manages project risks.
• Leads project meetings, participates in management meetings, and communicates project
status and issues.
• Implements a tailored approach to EVMS in accordance to the DOE-approved BNL
EVMS system, to track performance against the approved project baseline.
• Submits PCRs to the Project Director for review and approval prior to Project Director’s
submission of the PCR to BNL for approval, and to DOE in accordance to the Baseline
Change Control table.
• Collaborates with the Project Director and Project Scientist in setting the direction of the
I&F Upgrade.
• Collaborates with the Project Director to assemble the staff and resources necessary to
complete the I&F Upgrade.
• Collaborates with the Project Director in appointing Level 2 Managers, CAMs and Level
3 Managers for the project whom will be responsible for managing bid package(s),
overseeing daily technical and managerial oversight of specific assigned WBS tasks from
design through construction, and for preparing change requests in conformance with
Baseline Change Control.
• Communicates the functional requirements to the Level 2 managers, Level 3 managers
and CAMs
• Ensures that all I&F Upgrade deliverables meet the technical and performance
requirements
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• Executes the project in compliance with the National Environmental Policy Act (NEPA)
and other applicable ES&H rules and regulations.
• Ensures that safety, environmental, quality assurance safeguards and security
responsibilities and requirements are integrated into all phases of the project, and that
project activities are conducted in a safe and environmentally-sound manner.
• Directs the work of the Project Systems Scientist and Systems Integration Office
• Develops and maintains project documentation.
• Prepares and submits monthly progress reports to DOE.
5.6 sPHENIX Project Scientist
The sPHENIX Project Scientist is responsible for ensuring that the project meets the sPHENIX
Experiment objectives as described in the approved Mission Need. The Project Scientist reports
to the Project Manager. The responsibilities of the Project Scientist include, but are not limited to
the following:
• Provides the project with oversight regarding the technical specifications to ensure that
the project will meet the sPHENIX scientific goals.
• Communicates with the sPHENIX project team and the Co-Spokespersons to negotiate
any revisions or clarifications to sPHENIX scientific and technical requirements.
• Works with the sPHENIX engineering team to ensure that any science requirements flow
to the I&F Upgrade components, and that the performance requirements are being
adequately verified.
• Works with the Project Director, Project Manager and Project Engineer to evaluate the
impact of design or performance revisions to scientific requirements.
• Collaborates with the Project Director and Project Manager in setting the technical
direction and defining the technical requirements of the I&F Upgrade.
• Communicates the functional requirements to the Level 2 managers, Level 3 managers
and CAMs.
• Ensures that all I&F Upgrade deliverables meet the technical and performance
requirements necessary to meet Mission Need.
5.7 sPHENIX Resource Coordinator
The sPHENIX Resource Coordinator is responsible for managing all activities of the sPHENIX
Project Office. The Resource Coordinator is appointed by and reports directly to the sPHENIX
Project Director. The responsibilities of the Resource Coordinator include, but are not limited to,
the following list. The responsibilities of the Project Engineer include, but are not limited to, the
following:
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• Oversees the management of the sPHENIX budget, sPHENIX labor (reporting), Resource
Loaded Schedule, Risk Registry and the Earned Value Management system.
• Supervises the sPHENIX Project Management Office
• Provides regular budget and labor data reports to the Project Director. Prepares reports
for BNL and POB as required.
• Develops and Implements the sPHENIX Procurement Plan.
• Develops and maintains project documentation on sPHENIX fiscal, project and labor
matters.
• Advises the Project Director on all matters relating to project resources including,
budgets, labor, property, space and facilities.
• Serves as sPHENIX liaison with BNL Procurement and Property Management for
contract administration, procurements and property issues.
5.8 sPHENIX Project Engineer
The sPHENIX Project Engineer is responsible for managing all engineering activities within the
sPHENIX Project. The Project Engineer is appointed by and reports directly to the sPHENIX
Project Director. The responsibilities of the Project Engineer include, but are not limited to, the
following:
• Supervises all engineering associated with the I&F Upgrade including all day-to-day
engineering activities. Assigns engineering responsibilities as appropriate.
• Supervises the sPHENIX Project Support Office.
• Collaborates with the Project Director to assemble the staff and resources necessary to
complete the I&F Upgrade.
• Is responsible for the Scheduling and Management of Design, Safety and Readiness
Reviews. Coordinates the reviews together with the assistance of the Project Manager,
Chief Mechanical engineer and the ESH Coordinator.
• Under the direction of and by delegation from the Project Director, the Project Engineer
executes project scope and supplies the engineering deliverables associated with the I&F
Upgrade and other parallel efforts under the direction of and as designated by the Project
Director.
5.9 sPHENIX Chief Mechanical Engineer
The sPHENIX Chief Mechanical Engineer oversees the mechanical engineering content of all
tasks within the sPHENIX Project scope. He is appointed by and works directly for the
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sPHENIX Project Director. The responsibilities of the Chief Mechanical Engineer include, but
are not limited to, the following:
• Serves as the Integration Engineer in the Office of System Integration
• Supervises all technicians working on I&F Upgrade activities at BNL. Monitors all
technical activities at I&F Upgrade remote sites and provides regular reports on those
activities to the Project Director, Project Manager and Project Engineer.
• Assists the Project Engineer in the scheduling, planning and oversight of Design, Safety
and Readiness Reviews
• Communicates all the mechanical engineering requirements to the Level 2 managers and
the Control Account Managers.
5.10 sPHENIX Project Controls Manager
The sPHENIX Project Controls (PC) Manager is the Level 2 Manager for I&F Upgrade WBS 2.1
Project Management. The PC is responsible for monitoring and reporting the EVMS of the
Project. The PC is appointed by and works directly for the sPHENIX Project Director. The
responsibilities of the Project Controls Manager include, but are not limited to, the following:
• Monitors and reports the EVMS of the Project including uploading monthly financial
information to BNL and DOE.
• Manages the Risk Registry and Risk Mitigation Plan.
• Updates the Resource-Loaded Schedule under direction of the Project Director, Project
Manager or Resource Coordinator.
• Advises the Project Director in all matters of Project Controls including Cost, Schedule,
Earned Value, Contingency, Management Reserve, Risk and Risk Mitigation
• Develops and provides I&F Upgrade documentation and reports as requested by the
Project Director, Project Manager or Resource Coordinator for all reviews, including
sPHENIX Project reviews, BNL Director’s reviews.
• Provides Project Controls data to the I&F Upgrade team and participates in monthly
reporting.
5.11 Project System/Integration Office
The sPHENIX Project System/Integration Office is responsible for managing the sPHENIX team
responsible for assuring that all sPHENIX Level 2 components are fully integrated into the
global sPHENIX design, have well-defined interface points with other subsystems and closely
associated parallel projects such as the components of the MIE or the Silicon Detectors. The
Project System/Integration Office:
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• Leads a system integration team containing the sPHENIX Integration Engineer, technical
and engineering representatives from each of the Level 2 subsystems and representatives
from each component of parallel projects closely associated with sPHENIX such as the
Infrastructure and Facility upgrade.
• Holds regular meetings of the system integration team.
• Mediates integration disputes between subsystems and identifies and resolves all system
interface issues.
• Reports to the Project Manager
5.12 sPHENIX Level 2 Managers
The sPHENIX Level 2 Managers are also the Control Account Managers. Each sPHENIX Level
2 Manager is responsible for one of the seven sPHENIX I&F Upgrade components: I&F Project
Management, SC Magnet, Carriage and Structural Components, Infrastructure, Integration and
Installation. They report directly to the sPHENIX Project Manager and working together with the
Project Management team are responsible for the design, construction, installation, and testing of
their subsystems, in accordance with the performance requirements, schedule, and budget. The
responsibilities of the Level 2 Managers include, but are not limited to, the following:
• Execute the activities within their Control Accounts within the time and budget
constraints stated in the (RLS).
• Collaborate with the sPHENIX Project Management team to assemble the staff,
resources, and schedule needed to complete the subsystem;
• Collaborate with the Project Director, Project Manager and Project Scientist to define,
manage, and coordinate scientific requirements; communicate the subsystem design
requirements to the staff;
• Ensure that subsystems meet sPHENIX system design requirements, including interfaces.
• Carry out the design, construction and assembly of the subsystem in accordance with the
scope, schedule, and budget, assuming funding and resources as described in the PEP;
• Control project risks within the WBS Level 2 and update the Risk Registry and Risk
Management Plan as appropriate together with the Project Director and Project Manager.
• Submit Project Change Requests (PCRs) when changes affect technical, cost or schedule
deliverables
• Generate and archive the WBS Level 2 project documentation;
• Provide regular reports on the status of the subsystem to the Project Manager;
• Provide oversight of sPHENIX quality assurance program and implement QA within
their relevant sPHENIX I&F subsystem.
• Provide monthly EVMS reports of the subsystem to Project Controls.
• Ensure the work is performed safely and in compliance with the Integrated Safety
Management System (ISMS) rules.
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5.13 Project Management and Project Support Offices
The Project Management Office is overseen by the Resource Coordinator. The Project
Management Office includes the Project Controls Manager and the Resource Coordinator. The
Project Support Office is overseen by the Project Engineer. The Project Support Office contains
the Environment Safety and Health Manager, the Quality Assurance Manager and the Software
Support Manager. The Project Management Office and Project Support Office each have specific
responsibilities for project documentation preparation, administration and archiving their
respective documents.
6.0 BASELINE CHANGE CONTROL
Changes to the technical, cost, and schedule baselines established at the Approve
Baseline/Procurement/Production Review will be controlled using the thresholds described in
Table 7. PCRs will be approved as necessary to modify the project baseline. To initiate a
baseline change, the Project Director, the Project Manager, Project Engineer, or a Level 2
Manager submit a PCR form to the sPHENIX Change Control Board (CCB). The CCB advises
the Project Director on actions to be taken on PCRs. All PCRs become part of the permanent
project documentation maintained by the Project Manager. All Level 3 PCRs will be approved
by the Project Director. All PCRs above Level 3 thresholds will be either endorsed or rejected by
the Project Director. If endorsed, the PCR will be submitted by the Project Director to the
Associate Lab Director thresholds defined in Table 8. All PCRs surpassing the Level 3
thresholds will be reviewed by the Change Control Board and acted on by the Associate Lab
Director for Level 2 changes and the Lab Director, for Level 1 changes as per the Change
Control Threshold Table 8. For PCRs exceeding the thresholds for Level 2, the Associate Lab
Director, will review and approve the PCR. The CCB consists of the, the sPHENIX Project
Director, the sPHENIX Project Manager, the sPHENIX Project Engineer, the Project Controls
Manager and the sPHENIX Resource Coordinator.
If a PCR is approved, a copy of the approved PCR, together with any qualifications or further
analysis or documentation generated in considering the request, is returned to the requester and
copies are sent to the official at the next higher control level and to the Project Director for filing.
If approval is denied, a copy of the PCR, together with the reasons for denial, is returned to the
requester, and a copy is filed. The official at the next higher control level may review the granted
change to ensure proper application of the procedure and consistency of the change with the
goals and boundary conditions of the project. Any contingency or management reserve usage
will require the approval of the Project Director as defined through the change control process.
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After the cumulative threshold has been reached and the next higher authority has been notified
and has approved the changes, the cumulative cost thresholds will reset.
Change Control Thresholds and Authorities:
Change
Control
Level
Associate Lab Director:
Change Control Level 1
sPHENIX I&F Upgrade
Project Director:
Change Control Level 2
sPHENIX I&F Upgrade Project
Manager
Change Control Level 3
Scope Any changes in scope
and/or performance that
is not in conformance
with the approved
Technical Deliverables as
shown in Table 1.
Any changes to scope as
described in the PMP,
Section 2.1.
Changes in scope that are neither
major changes in the technology
described in the PMP section 2.1, nor
the approach to Level 2 WBS
components.
Cost Any increase in the
Total Project Cost of the
Project as stated in the
PMP Table 2.
Cumulative allocation of
$50% of Contingency*
Any Contingency usage.
Schedule Any delay in Project
Completion.
Approve Project
Completion.
Any delay to a Project
Decision Level 1
Milestone (Table 3) or
Project Schedule
Milestones (Table 4) or use
of schedule contingency
Any delay greater than or equal to
three months to a Project Technical
Milestone (Table 4).
Table 7: Baseline Change Control Thresholds and Authorities
*After the cumulative threshold has been reached and the associated change approved, the cumulative cost
thresholds will be reset.
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7.0 PROJECT MANAGEMENT OVERSIGHT
7.1 Risk Management including the Risk Management Plan
The management and mitigation of the risks to the project cost, schedule, and technical
performance are described in the sPHENIX Risk Management Plan (RMP) and are managed in
accordance with BNL Standards Based Management System (SBMS) requirements. The
sPHENIX RMP provides a structured and integrated approach for identifying, evaluating,
mitigating, and tracking project risks to increase the probability of project and activity success by
bringing attention to problem areas early and reducing the amount of costly rework in the future.
The management of ES&H risks is handled separately through the BNL ISMS. These ES&H
risks are considered negligible at this time. Anticipated project risks will be managed at every
stage of the project life cycle in order to minimize chances of risks becoming real problems.
Abatement strategies iteratively developed and refined during regular sPHENIX meetings will be
based upon risk category as well as lessons learned from projects of similar scope and
complexity. A risk registry will be used as a project-wide risk-monitoring tool, while the
accountability will be achieved by assigning risk ownership based on the identified risk level.
The sPHENIX project team together with the Level 2 and Level 3 Managers has developed a risk
registry.
Contingency is one of the major resources available to deal with unexpected problems during
project execution. The management of cost, schedule and performance risks is closely linked to
the use of contingency proactive risk identification and mitigation can therefore reduce pressure
on contingency, by reducing the probability of events that could require the use of contingency.
A detailed RMP that describes the project’s risk identification and management approach and an
associated risk registry has been developed. The major risks are currently identified, and the risk
management approaches are identified in the Risk Registry. Risk Management meetings will be
held with the Level 2 Managers on a monthly basis.
7.2 Project Reporting
The sPHENIX Project Director will provide the Associate Lab Director, a monthly project
progress report, and consistent with tailored requirements to the EVMS description document as
defined in the PMP. The report will be made available to the NPP ALD and the Director for
OPPO, Detector Projects. After Baseline Approval, the report will include the latest earned
value data together with a variance analysis provided in the monthly report. The Associate Lab
Director, or his designee, will organize regular project performance meetings, nominally
annually, with the project personnel, and the Director of OPPO, Detector Projects. The project
will also schedule regular monthly calls to report on project status. Other organizations or
personnel who may participate in these calls include the Associate Lab Director, or his designee,
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the Director for OPPO, Detector Projects, and others as appropriate. The purpose of these calls
is to provide updates on project progress and to anticipate, discuss, and resolve issues.
7.3 Earned Value Management System
BNL uses a tailored EVMS to integrate the project management elements required to effectively
plan, organize, and control complex projects. The BNL-EVMS is designed to provide project
managers with a system that develops and maintains the baseline; tracks project cost, schedule,
and scope; and allows for the generation of timely performance measurement data and reports.
Performance measurement reports provide management with objective project information
critical to monitoring progress, identifying significant issues, and implementing corrective
actions as needed.
Technical performance will be monitored throughout the execution of the project to insure
conformance to technical performance requirements. Design reviews prior to fabrication, and
performance testing of the completed system components will be used to ensure that the
equipment meets the functional requirements.
The sPHENIX project will implement a tailored approach to the BNL EVMS. BNL has a DOE
certified EVM System that will be implemented on the sPHENIX I&F Upgrade project using a
tailored approach. The sPHENIX I&F Upgrade project will follow the principles of EVMS:
1. Objectively assess accomplishments at the work performance level
2. Plan all work scope for the program from inception to completion
3. Break down the program work scope into finite pieces that can be assigned to a
responsible person or organization for control of technical, schedule, and cost objectives
4. Integrate program work scope, schedule, and cost objectives into a performance
measurement baseline plan against which accomplishments may be measured
5. Use actual costs incurred and recorded in accomplishing the work performed
6. Analyze significant variances from the plan, forecast impacts, and prepare an estimate
at completion based on performance to date and work to be performed
7. Control changes to the baseline and maintain the baseline throughout contract
execution
8. Use EVMS information in the organization’s management processes
Tailoring the implementation of EVMS will include:
1. Eliminating the use of Control Account Work Authorization documents
2. Generating Cumulative to date Variance Analysis if the cost or schedule variances
exceed the thresholds.
3. Reporting a WBS only Cost Performance Report on a monthly basis
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The EVMS for sPHENIX I&F Upgrade will use the standard project controls tools that are used
on most BNL projects including: Primavera for scheduling, Cobra for Earned Value Reporting,
PeopleSoft for Actual Costs and Procurement and Integrated Project Database for reporting.
After Baseline Approval, the sPHENIX I&F Upgrade Project will generate a monthly Cost
Performance Report (CPR) each month by WBS that provides BCWS (planned value), BCWP
(earned value) and ACWP (actual costs) for current month and cumulative to date. The cost and
schedule variances and SPI and CPI indices will be calculated and reported each month along
with the running SPI and CPI trends for the past six months. The calculated remaining
contingency on the ETC will be calculated and reported each month. Variance analysis will be
written for each Control Account when the cumulative cost and schedule variances exceed the
following thresholds:
• Cumulative variations of - $100K
• SPI and CPI variations of +/- 10%
7.4 Project Reviews
BNL will conduct Project Status Reviews that evaluate the project status. The ALD will review
the Review Team charge and the team members. The Project Director/Project Manager will
organize Final Design reviews by teams external to the project. Additional external and
independent technical reviews, as applicable, may be performed including Conceptual,
Preliminary and Final Design Requirement and Specification reviews. The Project team will also
perform internal production readiness reviews as part of the production process. The Director of
OPPO, Detector Projects will organize reviews as appropriate to monitor sPHENIX technical
issues, cost and schedule performance and critical issues that will be carried out by externals
teams with appropriate expertise.
7.5 Engineering and Technical Readiness
Project management will assess engineering and technology readiness through design reviews,
Status, and other independent technical reviews.
8.0 ENVIRONMENT, SAFETY, SECURITY, HEALTH AND QUALITY
8.1 Institutional Requirements
The ES&H requirements for the proposed sPHENIX Experiment begin with BNL’s Institutional
Assessment Process as related to Accelerator Safety. These requirements are delineated by DOE
Order 420.2C “Safety of Accelerator Facilities”. Oversight is conducted by the Operations
Management Division of the DOE Site Office (BHSO). This is not limited to just ionizing
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radiation hazards from beams or sources. It is for analysis of the other two non-standard
industrial safety hazards, namely, large volumes of flammable gas and the potential for oxygen
deficiency from helium, nitrogen, or other inert gases.
8.2 Organizational Requirements
The BNL organizational requirements for compliance with ES&H are implemented by the
Collider Accelerator Department (C-AD), Occupational Safety and Health (OSH), and
Environmental programs. They are employed at the job level, are described in detail on the
C-AD ES&H webpage and are compared to the ISMS for DOE. Additionally, guidance is also
provided by the BNL SBMS in the Accelerator Safety subject area. The DOE O 420.2C
Accelerator Safety Program must include a Safety Assessment Document (SAD), Accelerator
Safety Envelope (ASE) and Unreviewed Safety Issue (USI) process. The sPHENIX Experiment
is planned to be constructed in the existing RHIC 1008 Facility following PHENIX removal and
repurposing. The designs, thus far, reveal that sPHENIX will be a similar experiment to
PHENIX, from an ES&H perspective, of lesser scope with the added feature of a
superconducting main magnet. Therefore, the hazards and controls for sPHENIX are expected to
be similar to those previously included in the C-AD 2011 SAD (up for 2016 revision).
Nevertheless, mainly due to the addition of helium cooling, sPHENIX shall undergo a USI
screening, evaluation and disposition workflow. By definition, a USI is a significant increase in
the probability of, or consequences from: 1) A planned modification that creates a previously
unanalyzed postulated accident or condition that could result in a significant adverse impact; or
2) A previously analyzed postulated accident or condition. The USI process starts by using a
C-AD USI Checklist that asks a set of questions. Once answered, the checklist returns an
evaluation with either a positive or negative result. A negative result requires no further action
in regard to the SAD or ASE. If positive, a Hazard Analysis Report (HAR) is then sent to the
Accelerator Safety Committee, the Experimental Safety Committee, and eventually DOE for
approval. After BHSO approval, any resulting affects to the SAD and ASE are first added as
appendices to the SAD prior to its five-year revision cycle.
8.3 National Environmental Protection Act
In accordance with NEPA (required by DOE Order 451.1B), an Environmental Evaluation
Notification Form has been completed for the sPHENIX MIE by the BNL Environmental
Protection Division. This document was submitted to DOE- BHSO on April 16, 2016 for review
and NEPA determination as required by 10 CFR 1021 which are DOE’s Rules for Implementing
NEPA. The Categorical Exclusion was approved. A Hazard Analysis Report has also been
developed. The report concludes that all hazards identified are similar in nature and magnitude to
those already found in other types of nuclear or particle physics projects. The impact of any
hazard will be minor off-site and negligible on-site. The Hazard Analysis Report will be updated
as required.
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8.4 Safeguards and Security
The plan for equipment safeguards and cyber-security at the 1008 facility during the construction
and operation of the sPHENIX MIE has been evaluated by the BNL Protection Division and
Information Technology Department. The assessment of both groups is that our equipment
safeguards, and cyber-security plans are valid, and will meet the BNL criteria established for
both areas. The safeguards and security issues for this project are considered small and
manageable with standard BNL practices currently in place. The project does not require a
Security Vulnerability Assessment Report (SVAR) or additional security requirements that are
not already addressed by current Brookhaven policies and procedures. The project will use the
existing program and policy that is already approved by DOE.
8.5 System Engineering
The project will use a tailored systems engineering approach to execute and manage the project
including performing value management analysis and value engineering studies; specification
and design development; verification, and reviews; risk analysis and management; coordination
of fabrication of equipment and systems; and other interface management activities. The
Systems Engineering function within the I&F Upgrade will be led by the Project Engineer, with
responsibilities that include quality assurance oversight, and management. The Project Engineer
will work with the Chief Mechanical Engineer, and the sPHENIX Detector Integration Task
Force to manage the interfaces between the subsystems. The Project Engineer will lead, and
organize technical subsystems reviews, and assessments as appropriate.
8.6 Value Management
The project will use a tailored system engineering approach to execute and manage the project
including performing value management analysis and value engineering studies; specification
and design development, verification, and reviews; risk analysis and management; and
coordination of fabrication of equipment and systems, and other interface management activities.
The Systems Engineer will provide high-level systems engineering and value management
oversight of all aspects of the project. The System Engineer will participate in, and frequently
lead, technical alternatives studies to determine the best, most cost effective, design solutions.
Value management and optimization, by seeking the lowest cost and risk solution to each design
problem, will be a continuous process throughout the I&F Upgrade Project.
8.7 Value Engineering
The project will perform Value Engineering assessment as part of the conceptual, preliminary
and final design process to define the scope of work that would be affordable given the
prescribed budget, the expertise of the participating sPHENIX institutions, funding sources and
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agreements with the various institutions. The review teams will evaluate alternative design
approaches and evaluate the flexibility of the design for present and future research as
appropriate. The Value Engineering approach will determine the impacts on cost of any
suggested changes to the design. Additionally, the project team will perform informal Value
Engineering evaluations throughout the duration of this Infrastructure and Facility Upgrade
Project.
8.8 Configuration Management
The I&F Upgrade will adhere to the configuration management requirements described in the
BNL SBMS. Configuration management is used to identify and document the configuration of
the end products and control changes to the configuration during the life cycle. The Project
Manager together with the Project Engineer and Chief Mechanical Engineer has initiated a
configuration management system on sPHENIX, which will ensure the delivery of complete as-
built documents at the close of the project. Documents defining the configuration of the project
baseline will be maintained through the formal baseline change control process, as described in
Section 7 of this PMP. Configuration definition documents consist of the following:
• Project Management Plan
• Safety and Hazard Analysis Report
• Quality Assurance Plan
• Risk Management Plan
• Design Documents
• WBS Dictionary
• Procurement specification documents for technical equipment
• Approved PCRs
8.9 Quality Assurance
The I&F Upgrade will be conducted in accordance with the BNL Quality Assurance (QA)
Program that applies to all work conducted at BNL. The program conforms to the requirements
of DOE Order 414.1D, Quality Assurance. These requirements include:
• Program
• Personnel training and qualifications
• Quality improvement
• Documents and records
• Work processes
• Design
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• Procurement
• Inspection and acceptance testing
• Management assessment
• Independent assessment
A QA Plan has been developed to integrate the program requirements that apply to all sPHENIX
work. The primary objective of this plan is to implement quality assurance criteria in a way that
achieves the project’s performance goals, taking into account the work to be performed and the
associated environmental, safety and health hazards. Effective implementation of the QA Plan
will enable the project to:
• Design in quality and reliability.
• Promote early detection of problems to minimize failure costs and impact on schedule.
• Develop appropriate documentation to support upgrade and operational requirements.
• Define general requirements for design and readiness reviews for all aspects of the
project.
• Assure that personnel are trained before performing critical activities, especially those
that have environmental, safety, health and quality consequences.
The sPHENIX Project Director is responsible for achieving performance goals. The sPHENIX
Level 2 Managers are responsible for implementing the QA Plan within their subsystem. The
sPHENIX QA Coordinator is responsible for ensuring that a quality system is established,
implemented, and maintained in accordance with requirements, and for providing oversight and
support to the project participants to ensure a consistent quality program.
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9.0 TRANSITION TO OPERATIONS
The I&F deliverables shall include all scope delineated in Section 2, including all deliverable
listed items and tasks mentioned in the WBS with performance satisfying the Threshold
technical deliverables. The management and organization of operations including installation and
commissioning is within the scope of the I&F Upgrade project and will be summarized in the
sPHENIX Transition to Operations Plan to be developed in support of the Project Closeout
Review. The Transition to Operations plan will include a schedule for accomplishing the
technical deliverables and will be tracked to completion
10.0 PROJECT CLOSE OUT
When the project nears completion, a project closeout plan will be developed and implemented.
The following activities will be discussed in the closeout plan:
• Project lessons learned.
• How all contract obligations, products, services, and deliverables have been completed
and accepted by the client.
• How project team members will be informed that the work is complete and that they are
no longer authorized to charge to project charge codes.
• How subcontractors/vendors are notified of the closeout, and how a formal request is
submitted to BNL to de-obligate balances and/or accrue outstanding costs and resolve/de-
obligate outstanding balances. De-obligation and contract close out require formal
concurrence of vendors.
• How costs associated with closed charge codes must be cleared.
A Draft Project Closeout Report will be developed prior to Project Completion approval and the
Project Closeout Report will be developed after the project is complete. The completion report
will contain the final cost of the project, project lessons learned, and performance achieved at
project completion. The Project Closeout Report will be submitted to the ALD within 90 days
after the Project Closeout is approved.
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List of Tables:
Table 1: Table of Technical Deliverables …………….…………………………....................4
Table 2: I&F Upgrade Total Project Cost in AYk$........................................................................5
Table 3: Level 1 Milestones....................................................................................................…....5
Table 4: Level 2 Subsystem Milestones ……………………………………................................7
Table 5: WBS Dictionary at the Level 2 Work Breakdown Structure……………………...........8
Table 6a, b: Baseline Funding Profile…........................................................................................9
Table 7: Baseline Change Control Thresholds and Authorities……………………….……......20
List of Figures:
Figure 1: I&F Summary Schedule………………………………………....……………..............6
Figure 2: The Level 2 & 3 Work Breakdown Structure for sPHENIX………………………......8
Figure 3: The sPHENIX Organization Chart…………………………………………….….......11
